> the situation isn't right. ICs are more often let go because management failed, rather than any fault of the ICs.
That is pretty much guaranteed to happen though, unless you have a system where the assumption is employment for life at all costs. Management's job is to make decisions, many decisions won't work out, and for some of those, the consequences mean some change in what roles are going to be needed. Sometimes it's a management success that means a certain role isn't needed too ("we successfully rolled out software to book business trips, so we don't need 17 travel bookers anymore").
And anyway, let's stipulate that managers should also be punished by being sacked for any big mistake: That wouldn't save ICs, since if you're, say, pivoting away from making furniture, you still don't need the furniture makers, even if you sack the "VP of Furniture" or the CEO. And it'd be stupid to appoint a new VP of Furniture over and over to keep trying to 'make furniture happen' just to save the jobs.
These are traditional textbook examples for layoffs, of the kind told to impressionable young aspiring economists. Sometimes they are true.
Often, the company actually still needs those skills for what it's doing, but it's a bean-counter move, to "appease investors". Knowing that this will put more pressure on remaining employees, and also knowing that they'll soon be hiring for the same roles.
This is another way it's not right. There's little sense of obligation to the employee.
That is pretty much guaranteed to happen though, unless you have a system where the assumption is employment for life at all costs. Management's job is to make decisions, many decisions won't work out, and for some of those, the consequences mean some change in what roles are going to be needed. Sometimes it's a management success that means a certain role isn't needed too ("we successfully rolled out software to book business trips, so we don't need 17 travel bookers anymore").
And anyway, let's stipulate that managers should also be punished by being sacked for any big mistake: That wouldn't save ICs, since if you're, say, pivoting away from making furniture, you still don't need the furniture makers, even if you sack the "VP of Furniture" or the CEO. And it'd be stupid to appoint a new VP of Furniture over and over to keep trying to 'make furniture happen' just to save the jobs.